ARIZONA
DEPARTMENT
OF ECONOMIC
SECURITY

SFY 2014-2018
FIVE-YEAR STRATEGIC PLAN
PROMOTING THE SAFETY, WELL-BEING, AND
SELF-SUFFICENCY OF CHILDREN, ADULTS AND FAMILIES.
Equal Opportunity Employer/Program • Under Titles VI and VII of the
Civil Rights Act of 1964 (Title VI & VII), and the Americans with Disabilities Act of 1990 (ADA), Section 504 of the Rehabilitation Act of
1973, the Age Discrimination Act of 1975, and Title II of the Genetic
Information Nondiscrimination Act (GINA) of 2008; the Department
prohibits discrimination in admissions, programs, services, activities,
or employment based on race, color, religion, sex, national origin,
age, disability, genetics and retaliation. The Department must make
a reasonable accommodation to allow a person with a disability to
take part in a program, service or activity. For example, this means if
necessary, the Department must provide sign language interpreters
for people who are deaf, a wheelchair accessible location, or enlarged
print materials. It also means that the Department will take any other
reasonable action that allows you to take part in and understand a
program or activity, including making reasonable changes to an activity. If you believe that you will not be able to understand or take part
in a program or activity because of your disability, please let us know
of your disability needs in advance if at all possible. To request this
document in alternative format or for further information about this
policy, 602-542-3882; TTY/TDD Services: 7-1-1. • Free language assistance for DES services is available upon request.

APACHE
MOHAVE

INDIVIDUALS
AND FAMILIES

COCONINO

INCREASE
SELF-SUFFICIENCY

NAVAJO

COLLABORATE WITH
COMMUNITIES TO
INCREASE CAPACITY

YAVAPAI

LA PAZ

GILA
MARICOPA

GREENLEE
GRAHAM

PINAL

YUMA

PIMA

COCHISE
SANTA
CRUZ

PPP-1072ASRLNA (12-12)

GOALS:
STRENGTHEN

IMPROVE ACCOUNTABILITY THROUGH
ACTIVE PERFORMANCE MONITORING AND INCREASED
TRANSPARENCY
IMPROVE OUTCOMES
FOR ARIZONANS BY
CREATING A PERSON
CENTERED HUMAN
SERVICES SYSTEM

CLARENCE H. CARTER,
DIRECTOR

Janice K. Brewer
Governor

Clarence H. Carter
Director

December 7, 2012

Dear Arizonans:
It is my pleasure to share with you the Arizona Department of Economic Security’s Five-Year
Strategic Plan for fiscal years 2014-2018. In this plan, the Department presents goals and
strategies to address challenges and opportunities as we work to promote the safety, well-being
and self-sufficiency of all Arizonans.
The Department is engaged in ongoing work to protect and aid vulnerable individuals and
families. Simultaneously, the Department is working to fundamentally improve the human
service delivery construct. We see a compelling need to move beyond an aggregation of
programs operated in silos without effective mechanisms to ensure that efforts are coordinated
across programs to effectively address issues impeding self-sufficiency for individuals and
families. We envision a construct that will enable individuals and families to gain the tools they
need to increase their freedom by achieving their greatest level of self-sufficiency. We are
calling the community to join in this historic effort. Our objective is to join with partners at the
community, state and national level to leverage our collective resources and passion to create an
integrated, person-centric system so that all Arizonans can become their highest functioning
selves.
I hope that you will find that the plan paints a clear picture of the critical work to be carried out
by the Department over the next five years. I invite you to join with us to create and implement
a higher functioning system that will enable struggling individuals and families to achieve their
version of the American dream.
Sincerely,

Clarence H. Carter
Director

1717 W. Jefferson, S/C 010A, Phoenix, AZ 85007  P.O. Box 6123, Phoenix, AZ 85005
Telephone (602) 542-5678  Fax (602) 542-5339  www.azdes.gov

Arizona Department of Economic Security
FIVE-YEAR STRATEGIC PLAN
SFY 2014-2018

Mission:
To promote the safety, well-being and self-sufficiency of children, adults, and families.

Description:
The Department of Economic Security (DES) is an integrated human services agency that
provides critical protective and assistance services each month to more than one million of
Arizona's children, adults and families.
Together, DES’ programs enhance the safety, well-being and self-sufficiency of Arizonans.
Some of these programs include: child protective services; children’s services to provide families
the tools they need to care for their children; child care assistance for working parents; adult
protective services; domestic violence shelter and supports; early intervention services for infants
and toddlers at risk of developmental delays; home and community-based services for
individuals with developmental disabilities and the aged; independent living programs for both
seniors and young adults; unemployment insurance; employment assistance including vocational
rehabilitation and job training; nutrition assistance; child support enforcement and medical
assistance eligibility.
The Department is working to move beyond simply delivering services to partnering with our
community to help individuals and families gain the tools they need to increase their
independence by becoming self-sufficient. As a result, DES recognizes the interconnectedness
and interdependence between its services and community resources. Therefore, the Department
works closely with a network of faith-and community-based partners, other state agencies, local
governments, Tribal Nations, as well as federal agencies that oversee Department programs, in
the delivery of services to the people of Arizona.

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December 7, 2012

Department Strategic Issues:
Issue 1: Economic and Social Conditions
While Arizona’s economy has improved in the wake of the Great Recession, the recovery has
been slow and Arizona and the nation continue to be impacted by national and global economic
uncertainty. As a result, Arizona continues to see a substantial increase in poverty. According to
the U.S. Census Bureau’s 2011 Current Population Survey, Annual Social and Economic
supplement, 17.2 percent of Arizonans live in poverty, up from 14.3 percent in 2007, and one in
four children in Arizona are living below the federal poverty level. In 2012, the federal poverty
level for a family of four is $23,050 per year. In addition to the impact of economic conditions,
social conditions in the state also affect the need for Department services. As more people have
children later in life, for example, a growing segment of the population is raising children while
simultaneously caring for aging parents.
As a result, DES continues to see a high demand for human services. Families are seeking
assistance to meet basic needs such as housing, food, and health care, where in many cases they
had not previously. As one example of the rising demand for Department services, from fiscal
year 2007 to fiscal year 2012, Arizonans enrolled in the Supplemental Nutrition Assistance
Program (SNAP) increased by 109 percent, from 537,000 to over 1.1 million, or over 17 percent
of the state’s population. Recently, economic conditions have begun to stabilize, and after
reaching a peak in October 2011, demand in Arizona for SNAP has leveled off, though
enrollment remains above that of any prior year.
Over the last year, the Department has also experienced rapid growth in the number of reports of
child abuse and neglect. In fiscal year 2012, the number of reports of abuse and neglect grew by
17 percent. This increase is likely caused by a variety of factors, among them rising poverty and
increased attention paid to child abuse cases in local media.
The rising number of reports of alleged child abuse and neglect, in turn, creates an increase in the
number of investigations needed by Child Protective Services (CPS). In fiscal year 2012, nearly
40,000 investigations were conducted. While the proportion of investigations that result in a
child being placed in foster care is virtually unchanged, the increase in investigations has driven
an increase in the number of children that must be placed in out-of-home care. This number has
topped 13,000 children for the first time and has saturated the Department’s capacity to place
children in family foster homes, resulting in the increased use of more expensive and less
preferred congregate care settings.
In addition to the growth in child welfare, the Department has seen caseloads grow in a variety of
programs. From fiscal year 2011 to fiscal year 2012, the number of reports of elder abuse,
neglect, or financial exploitation to Adult Protective Services increased by 28 percent. The
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December 7, 2012

Department does not anticipate that this level of growth will continue in fiscal years 2013 and
2014, though 10 to 15 percent growth is likely.
The average monthly Arizona Long Term Care System members with developmental disabilities
are projected to increase 4.5 percent in fiscal year 2014 to about 26,300. This growth is
consistent with the rate experienced in recent years, though historic growth has been closer to 6.0
percent.
Arizona has also seen an increase in the number of individuals seeking assistance in finding
employment. Due to impacts from the economy, more people have registered in the
Department’s automated labor exchange system, AZJobConnection (www.azjobconnection.gov).
During calendar year 2010, there was a monthly average of 14,046 individuals registered in the
automated system. As of August 2012, there was a monthly average of 16,762 individuals
registered in the automated system. This reflects a 19 percent increase in the number of
individuals seeking assistance finding jobs.

Goal 1: Strengthen Individuals and Families
Building on the support systems in families and communities, the Department strives to
ensure that children grow up in nurturing environments and that individuals, children and
families experience conditions that allow them to achieve an increased quality of life in a
safe setting.

Goal 2: Increase Self-Sufficiency
The Department provides services to individuals and families to meet their basic needs and
seeks a construct in which this assistance, along with any necessary employment-supports,
serves as a bridge to increased self-sufficiency and maximum independence.

Strategies:
1. Assist older and at-risk adults, individuals with disabilities, and youth aging out
of foster care to live independently.
DES provides a wide range of support for independent living. Arizona’s
Developmental Disabilities program is consistently ranked as one of the best in
the nation for assisting people to reside in the least restrictive environment
possible. In addition, 22 percent of children 17 or older and 50 percent of children
18 or older who have been removed from their homes live independently.
At the same time, unprecedented growth in the number of reports of elder abuse
has strained the Adult Protective Services (APS) system. In fiscal year 2012
reports of elder abuse or exploitation increased 28 percent. As a result, the
Department has requested funding for 31 additional investigators to allow DES to
protect older Arizonans.
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December 7, 2012

2. Enhance child protection staffing and reduce caseloads to manageable levels for
CPS staff to address child safety, and ensure permanency and well-being.
The Department continues to engage in a comprehensive analysis and process
improvement of the child welfare system. This process began by engaging the
agency’s best staff in streamlining the process for the investigation of allegations
of child abuse and neglect. The new process improves child safety by removing
redundancies, thereby allowing investigations to be completed more quickly.
When all of the team’s recommendations are implemented, the revamped process
will reduce the time to complete and document the investigation from 178 to 203
days to 40 days and allow the Department to utilize approximately 200,000 hours
of work more effectively each year.
Secondly, as recommended by the Arizona Child Safety Task Force, the
Department is establishing a unit comprised of former law enforcement officers
who will bring a law enforcement perspective for consultation and support to
child abuse investigations.
Finally, while process improvement has increased efficiency, it cannot fully
compensate for the dramatic growth in workload. For example, at the beginning
of FY 2012, the average caseload for a child protective service worker was 62
percent above the Arizona caseload standard. It currently stands at 86 percent
above the standard. As a result, the Department has requested an additional 200
staff. In addition, the Department has enhanced its recruiting, onboarding, and
training for CPS specialists and supervisors to increase hiring and reduce turnover.
3. Safely reduce both the number of children entering the foster care system and the
number of children who remain in the foster care system by developing safe
alternatives, including timely permanency.
In the six month period ending March 2012, DES finalized a record number of
1,224 adoptions, a 14 percent increase over the prior six months. As a result,
adoption subsidy payments, which help adoptive parents of special needs children
afford the services they require, increased 10 percent in fiscal year 2012. For
fiscal year 2014, the Department has requested funding to keep pace with the
continued growth in adoption.
4. Safely reduce the number of children in congregate care and place children in
family-like settings (kinship care and family foster homes).

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December 7, 2012

The Department is engaged in many initiatives to increase the capacity of
available family foster homes and place children in other family-like settings. In
order to best utilize available resources to target areas where family foster homes
are necessary and potentially available, the Department is implementing several
strategies. Demographic data on current foster families has been utilized to
analyze foster care recruitment success by demographic market segment. This
analysis has identified the market segments most likely to become foster parents,
allowing the Department and foster care agencies to target their outreach to those
most likely to respond. Geographic information systems software is being used to
combine foster home capacity data with child removal data to create maps
illustrating where the need for foster homes is greatest. Additionally, the
Department has dramatically expanded its partnership with faith and communitybased groups to recruit foster families. This has resulted in outreach and events
sponsored by the Republic Media Group’s A Season for Sharing, the Arizona
Diamondbacks, the Rotary Club, and nearly two dozen churches and faith-based
organizations across the state. To assist their efforts, the Department has engaged
a private marketing company that has volunteered, on a pro bono basis, to develop
recruiting materials for use by community-based groups. The Department is
partnering with foster care agencies and applicants to identify and eliminate
barriers to qualified applicants in the licensing process. For example, based on
applicant feedback, a training course has been developed that, while providing the
same training, allows applicants to complete the course in six weeks rather than
ten weeks. Lastly, an expedited training program for families who wish to be
relicensed after having left the foster care system has been created.
The Department is also working to increase foster family retention. Retention
solutions include the creation of a toll-free Foster Parent support telephone line,
development of “mentor families” to provide support to new foster families, and
events to recognize current Foster Parents and recruit new families. Additionally,
increased staffing to handle the workload will allow CPS to better support foster
families by more frequently visiting children in foster care and reduce the number
of families exiting the foster care system.
5. Provide core safety net services to stabilize families as a first step toward
enabling them to achieve maximum employability and self-sufficiency.
The Department’s Temporary Assistance for Needy Families (TANF) Cash
Assistance program lifetime benefit limit has been reduced from 60 to 24 months
in recent years. The program provides a minimal payment to families with
children and, with a requirement that adult recipients participate in work-related
activities; helps sustain families as they progress toward employability and selfsufficiency.
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December 7, 2012

Another crucial element in helping families achieve self-sufficiency is the child
care subsidy program, which helps cover the cost of child care to enable parents
to work to provide for their families. The Department currently has a waiting list
of almost 7,000 children who are unable to receive child care services as there are
not sufficient resources to provide services to all those who qualify.
6. Provide employment-related services and assistance supports to vulnerable
populations, such as older adults, individuals with disabilities, refugees,
economically disadvantaged youth and adults, veterans, and youth who have aged
out of foster care.
The Department partners with local entities to operate the Workforce Investment
Act (WIA) program, funded through the federal WIA grant, which provides
services to youth and adults, in addition to programs targeted toward dislocated
workers, to help them become job-ready and to find employment. In addition, the
Department operates the Employment Service program to assist individuals who
are unemployed, underemployed, or seeking better employment opportunities.
Utilizing federal funding through the U.S. Department of Labor, the Department
provides employment services to U.S. armed forces veterans. The veterans’
programs that are available through DES are known as the Local Veterans’
Employment Representatives and the Disabled Veterans Outreach Program.
The Department’s Unemployment Insurance (UI) Program provides a measure of
security through financial assistance to the individual worker when
unemployment occurs. The UI Program pays benefits to individuals who become
unemployed through no fault of their own. Benefits are funded through
unemployment insurance taxes paid by employers which enable individuals to
receive benefits while seeking other employment. The UI Program experienced a
308 percent increase in claimants between 2007 and 2010.
The Department operates employment and independent living programs to assist
in removing barriers for seniors, refugees, and individuals with disabilities. In
addition, the Department assists clients with developmental disabilities in
obtaining employment when it is the most beneficial path for the client.
7. Reduce the number of families on Cash Assistance by increasing self-sufficiency
through increased employment placements.
The Department oversees the Jobs program, which assists current and former
TANF Cash Assistance recipients in preparing to enter the workforce and in
finding employment. Despite reductions in the number of eligible families
receiving cash assistance, in fiscal year 2012, over 5,300 clients in the
Department’s Jobs program were placed in new employment positions, an
increase from 4,600 in the prior year.

6

December 7, 2012

8. Make child support a reliable source of income for the families we serve.
The Department has excelled in making child support collections a reliable source
of income for custodial parents. DES has maintained the level of Title IV-Drelated child support collections at $360 million annually over the last three fiscal
years while increasing program cost-effectiveness. The Department is working to
make child support a reliable source of income to increase the self-sufficiency of
Arizona families. To improve this work going forward, the Department is
focusing on consistently securing monthly child support payments while the child
is still a minor.

Issue 2: Collaboration with Community and Faith-Based Partners
The Department believes that making Arizona stronger by ensuring the safety, well-being and
self-sufficiency of children, adults, and families is the responsibility of all Arizonans. While
DES and other public entities have important roles to play, individuals, communities, and faithbased organizations have equally important roles. As a result, in addition to providing the
services that the Department administers, it is important that DES partner with individuals,
communities, and organizations to leverage the full range of supports and assistance Arizona has
to offer on behalf of the vulnerable and those in need.

Goal 3: Collaborate with Communities to Increase Capacity
The Department seeks significantly expanded, focused partnerships that build the capacity
of communities and maximize the impact of shared resources to strengthen individuals and
increase their self-sufficiency.

Strategies:
1. Work in partnership with Tribal Nations to strengthen individuals and families.
The Department has a strong commitment to ongoing collaboration with Arizona
Tribal Nations. The agency has intergovernmental agreements with many Arizona
Tribal Nations to provide services to tribal members, including services for the
aging, family support services, IT hosting and support services for child support,
substance abuse treatment, and child care services. In addition, according to the
amount appropriated each year by the Legislature, the Department provides funds
for Temporary Assistance for Needy Families (TANF) maintenance of effort to
tribes that operate their own TANF programs.
2. Increase collaboration with community partners and stakeholders to provide core
safety net services.
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December 7, 2012

The Department has a new initiative to identify community talent that can connect
community resources to work in partnership with the Department to address
customer needs. These Community Liaisons are experts in the need area being
addressed and in creating community connections. One early example is
connecting community resources in support of supervised visitation for Child
Protective Service (CPS) cases. Community resources have adopted 27 rooms that
provide an appropriate setting for regular supervised visitations between the child
and parents. These visitations further the goal of successful family reunification.
DES has also joined with national and local entities to hold large-scale, one-day
events that connect families in need with clothing, food, medical attention, and
other resources. In August 2011, DES helped the Convoy of Hope serve over
10,000 people at 10 events in four counties. HopeFest Tucson, held in Kino
Veterans Memorial Stadium on October 22, 2011, served approximately 18,000
people. HopeFest Phoenix, held at Chase Field on April 14, 2012 reached an
estimated 15,000 people.
3. Engage Faith-based Organizations as partners to promote the safety, well-being,
and self-sufficiency of individuals and families.
The ArizonaSERVES initiative, with the assistance of DES, is helping to connect
more faith-based and nonprofit organizations to the needs of Arizona’s most
vulnerable citizens. Building on previous success, increased community effort is
being applied to grow the capacity for foster and adopted care for children and
also to support local child protective service staff with family reunification
efforts.
4. Work closely with the business community to identify opportunities for employing
at-risk individuals.
The Department continues to strengthen its relationship with the Arizona
Commerce Authority and is working collaboratively to identify job opportunities
for low-income Arizonans. This important work will provide the Commerce
Authority with information regarding the unique employment needs of this
vulnerable segment of the Arizona workforce.
In addition, the Department provides many employment services to both
employees and employers, including recruitment, screening, and referral of
qualified job applicants, as well as job fairs, workshops and seminars to assist
employers in identifying work opportunities for individuals receiving Department
services. Over the past year, the Department hosted or participated in 65 job fairs,
including 15 ‘Hire Vets First’ Job Fairs serving over 10,000 veterans, and 10
Yellow Ribbon events serving over 2,500 returning Arizona National Guard
Service members.
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December 7, 2012

Issue 3: Accountability, Transparency, and Funding
The agency has been working aggressively to improve the accountability and transparency of its
programs. As part of the Department’s CPS improvement plan, DES began hosting
presentations of the semi-annual report on child welfare to stakeholders and the media. In
addition, beginning in fiscal year 2012, the Department established a new Office of
Accountability, headed by a Chief Accountability Officer. This office reports to the Director and
consolidates a number of accountability functions to monitor compliance with requirements at all
levels of the Department; ensures that consumers obtain the benefits, goods and services they are
eligible to receive; provides objective, reliable data and analysis to inform management
decisions; and identifies opportunities for improvement and innovation, driving continual
improvement of DES programs, functions and processes.
At the same time as the Department is moving forward with fundamental changes to the way
services are delivered to clients, several funding issues stand as obstacles. Over the past eight
years, the percentage and amount of the federal contribution to Arizona’s human services
programs has grown, with a large spike after the passage of the American Recovery and
Reinvestment Act of 2009 (ARRA). As the additional funding from ARRA has expired,
however, federal support for human services programs is returning to a more historic level. In
order to maintain existing service levels, the state backfilled many of the declining federal funds
with appropriations from the state General Fund in the budgets for fiscal years 2011 and 2012. In
addition to those temporary changes to federal support, however, in recent years Congress has
been exploring ways to reduce federal spending, and has been unable to pass a new federal
budget. As a result, there is a significant risk of further reductions, and the need to backfill
declining federal funding in order to maintain existing service levels will continue into fiscal
year 2014.
One of the primary sources of declining federal support in the past two years has been the
Temporary Assistance to Needy Families (TANF) program. From TANF’s inception through
fiscal year 2011, in addition to the base block grant, Arizona received supplemental TANF funds
intended for states with growing populations. This population supplemental expired after 2011
however, and in the fiscal year 2013 state budget, a portion of the reduction was backfilled with
a one-time, non-General Fund balance in other state funds. These funds were also appropriated to
fund ongoing caseload growth in some programs in fiscal year 2013. The Department remains
hopeful that the availability of other TANF-related federal funds will offset much of the need to
backfill the one-time appropriation and lost population supplemental, and at this time anticipates
a General Fund backfill need of about $9.6 million in fiscal year 2014. There is a risk, of course,
that not all of the federal funds currently anticipated to be available to the Department will
materialize, which could increase the General Fund backfill need to as much as $63 million.

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In addition to the state funding need created by declining federal support, the populations eligible
to be served by the Department’s programs continue to grow as noted in Strategic Issue 1,
caseloads in many programs, including ALTCS, Adult Protective Services, and in particular
child welfare are rising and are straining the Department’s ability to continue to provide services
across the Department at current levels.

Goal 4: Improve Accountability through Active Performance Monitoring
and Increased Transparency
The Department is holding itself accountable by examining its processes, exploring ways to
improve, and by sharing information with stakeholders and the public as openly as
possible.

Strategies:
1. Create an Office of Accountability to ensure consistent compliance with all
federal and state regulations and requirements and develop and implement best
practices across the Department’s programs.
In fiscal year 2012, the Department created and staffed the Office of
Accountability. This office has conducted a broad evaluation of all of the
Department’s programs and services and continues work on evaluating and
integrating synergies across the Department. This important work will allow the
Department to understand and meet performance measures from our funding
agencies and improve outcomes and services for consumers.
2. Improve documentation and awareness of Department processes.
The Department is working with consultants and stakeholders to ensure that its
field processes are accurately documented, and is examining those processes to
find improvements and efficiencies.
3. Pursue funding to offset the loss of enhanced federal funds.
In order to continue to provide existing services, the Department has requested
approximately $81 million from the state General Fund in fiscal year 2014 to fund
the growth in caseloads as well as for the backfill of federal and one-time funds
discussed above.

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December 7, 2012

Issue 4: Person-Centric Human Services
The Department has a history of innovation and efficiency in the delivery of human services and
must continue to find innovative ways to provide high quality services in a timely and costeffective manner. The Department is ensuring that services continue while incorporating
inventive and efficient business strategies to serve Arizona’s most vulnerable populations.
On a corporate level, the Department is engaged in a transformation from the administration of
an aggregation of siloed programs to becoming a person-centered engine for human well-being
in Arizona. This person-centric approach provides the enabling conditions for persons to move
through the service system and achieve maximum independence and self-sufficiency.
Also in support of the Department’s transformation to a person-centric, integrated engine for
human well-being, the Department has formed a new Transformation Core Team. This team of
50 members was selected from all levels, grades, and positions, and from every corner of the
state. Team members serve voluntarily and activities are conducted in addition to regular
responsibilities. This team applies diverse skills and experiences to communicate key issues and
improve the Department’s top-down communications methods for keeping DES staff informed
about serving consumers in important transformative, person-centric ways. Examples of issues
being addressed include reducing consumer’s wait times, engaging staff in accountability,
monitoring consumer’s outcomes, and shifting focus from crisis to a strategic approach that
spotlights customer service and quality assurance.
The Department is engaged in a historic collaboration with the Arizona Commerce Authority, the
Arizona Department of Education, and the Local Workforce Investment System to develop a
model to grow the capacity of DES consumers through the application of person-centric
principles in order to reduce dependency. This Demonstration Pilot Project will align the
customer-focused work of DES with the Arizona Commerce Authority’s Strategic Plan to create
75,000 jobs over a five-year period. The initiative will focus on a small number of DES
consumers to determine what it takes to understand their full range of needs from a human
service standpoint. Services of the partnering agencies will be coordinated to facilitate the
transition of a small number of current consumers of Arizona’s safety net programs into gainful
employment. If successful, the Demonstration Pilot Project may inform a completely different
operating construct not only for DES, but for all of our partners and collaborators in
strengthening Arizona.
As the Department manages through a rapidly changing environment, including such factors as
fewer federal dollars, the changing nature of the workforce, and changes in technology, and as it
intensifies its focus on its transformation to a holistic organization that delivers services designed
to build the capacity of customers to become their highest functioning selves, the Department is
also working to strengthen its workforce. Given the challenges facing the workforce, the

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December 7, 2012

Department must provide resources and supports to the maximum extent possible to ensure that
staff can continue working hard for the families and individuals DES serves.

Goal 5: Improve Outcomes for Arizonans by Creating a Person Centered
Human Services System
The Department is working aggressively to create an efficient, effective and innovative
human services system that is person-centered and creates the enabling conditions for
individuals and families to achieve their desired outcomes.

Strategies:
1. Lead a coordinated, integrated and comprehensive public and private effort to
grow the capacity of socially and economically challenged Arizonans to achieve
their highest functioning self and reduce dependency on public supports.
As described previously, the Department is actively pursuing partnerships with
other agencies and community organizations that have responsibility for the care
and well-being of Arizonans. It is going to require collaboration at all levels of
human service to ensure that the most vulnerable citizens in Arizona have every
opportunity to achieve their highest functioning self.
2. Create and implement comprehensive approaches to meet the needs of individuals
and families seeking or receiving services by transforming the Department
construct to a person-centric, integrated, and connected engine for human wellbeing.
The Department is currently in the process of creating and rolling-out a
Demonstration Project to show the increased efficiency and effectiveness—for
both the utilization of state resources as well as for the people who utilize the
Department’s services—of an outcome-based, person-centric human services
delivery system. This integrated approach of case coordination will allow the
Department to test and implement best practices within the delivery of human
services and inform the system on the best way to move individuals to a higher
level of self-sufficiency as quickly and effectively as possible.

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December 7, 2012

RESOURCE ASSUMPTIONS SUMMARIES
Agency Funding Total for All Funds
(Sum of Incremental Costs for Addressing Goals and the Base for Each Year)
FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

8,968.0

9,297.6

9,344.0

9,391.0

9,438.0

9,485.0

General Funds

612,296.2

697,425.9

732,300.0

768,900.0

807,300.0

847,700.

Other
Appropriated
Funds

507,362.7

499,362.9

524,300.0

550,500.0

578,000.0

606,900.0

Other NonAppropriated
Funds

855,796.1

736,503.1

773,300.0

812,000.0

852,600.0

895,200.0

Federal NonAppropriated
Funds

3,007,186.8

2,934,766.7

3,008,100.0

3,083,300.0

3,160,400.0

3,239,400.0

Aggregate
Agency Level
Total

4,982,641.8

4,868,058.6

5,038,000.0

5,214,700.0

5,398,300.0

5,589,200.0

FTE

Funding Amounts in Thousands

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December 7, 2012

ARIZONA
DEPARTMENT
OF ECONOMIC
SECURITY

SFY 2014-2018
FIVE-YEAR STRATEGIC PLAN
PROMOTING THE SAFETY, WELL-BEING, AND
SELF-SUFFICENCY OF CHILDREN, ADULTS AND FAMILIES.
Equal Opportunity Employer/Program • Under Titles VI and VII of the
Civil Rights Act of 1964 (Title VI & VII), and the Americans with Disabilities Act of 1990 (ADA), Section 504 of the Rehabilitation Act of
1973, the Age Discrimination Act of 1975, and Title II of the Genetic
Information Nondiscrimination Act (GINA) of 2008; the Department
prohibits discrimination in admissions, programs, services, activities,
or employment based on race, color, religion, sex, national origin,
age, disability, genetics and retaliation. The Department must make
a reasonable accommodation to allow a person with a disability to
take part in a program, service or activity. For example, this means if
necessary, the Department must provide sign language interpreters
for people who are deaf, a wheelchair accessible location, or enlarged
print materials. It also means that the Department will take any other
reasonable action that allows you to take part in and understand a
program or activity, including making reasonable changes to an activity. If you believe that you will not be able to understand or take part
in a program or activity because of your disability, please let us know
of your disability needs in advance if at all possible. To request this
document in alternative format or for further information about this
policy, 602-542-3882; TTY/TDD Services: 7-1-1. • Free language assistance for DES services is available upon request.

APACHE
MOHAVE

COCONINO

INCREASE
SELF-SUFFICIENCY

NAVAJO

COLLABORATE WITH
COMMUNITIES TO
INCREASE CAPACITY

YAVAPAI

LA PAZ

GILA
MARICOPA

GREENLEE
GRAHAM

PINAL

YUMA

PIMA

COCHISE
SANTA
CRUZ

PPP-1072ASRLNA (12-12)

GOALS:
STRENGTHEN
INDIVIDUALS
AND FAMILIES

IMPROVE ACCOUNTABILITY THROUGH
ACTIVE PERFORMANCE MONITORING AND INCREASED
TRANSPARENCY
IMPROVE OUTCOMES
FOR ARIZONANS BY
CREATING A PERSON
CENTERED HUMAN
SERVICES SYSTEM

CLARENCE H. CARTER,
DIRECTOR